It IS all about you.

Why did you want to own a business? If you believe the textbook definition of an entrepreneur, it was to leverage capital and other resources to create wealth. That probably applies to about 5% of us.

Or, you might have started it to provide gainful employment in your community. That applies to even fewer business owners.

The reason, at least for most of us, is that you wanted to be more successful, provide a better living for your family, and have greater control over your future. In other words, you started or bought a business for your own selfish reasons. Since then, however, you’ve faced an unending flood of media and public opinion that says you should be doing it for other reasons. There seems to be a belief among the 97% of the population who work for someone else that your obligations begin with your customers, then your employees are next, then the community, then you.

Most owners I know won’t admit to running the company with themselves in mind first, because it is considered “selfish.” We’ve heard it since childhood. “Don’t be selfish.” “Share.” “Think first about those who have less than you.”

Ayn Rand said that “There is no higher morality than enlightened self-interest.” I agree, not because I’m totally self-absorbed (I actually do a substantial amount of community service work,) but because of the word “enlightened.”

Enlightened to me means that your success doesn’t come at the expense of others. Most of us don’t seek profits by selling shoddy goods, or by taking unfair advantage of employees. Those that do aren’t enlightened, and shouldn’t be in business. (Or be reading this column.) But if you are doing your best, standing behind your products, and paying employees wages that make them want to work for you, then you have the right to charge a price that maximizes your profits, and dispose of those profits as you see fit.

In my part of Texas there are lawn signs popping up that say “No Socialism.” In a few affluent areas, they are being countered by others that say “No Selfishness.” Who are you to tell me that I am being selfish? (Especially if you live in a house that costs 5 times what mine is worth.)

Am I being selfish when I’m the last one to go home from work? Am I being selfish when I’m the first to arrive in the morning? Am I being selfish when I sign a personal guarantee on my company’s debt? Am I being selfish when I miss a family event because I have a client with a problem? Am I being selfish when (at least in the early days) everyone but me got a check on payday?

No, when that happens I’m merely taking the risks of being an entrepreneur. It’s only when I start to see a return that I suddenly develop that selfish streak, simply because I wish to enjoy the fruits of my effort.

You own a business for selfish reasons. Don’t let anyone tell you that’s wrong.

Posted in Entrepreneurship, Leadership, Management | Tagged , , , , | 1 Comment

One Response to It IS all about you.

  1. Anonymous says:

    The View from Here

    I work in a small privately owned company. I have seen my boss burn the candle at both ends year after year to make his company successful. It amazes me though that many of the folks who work around me seem to feel that they deserve the same benefits as the boss. They are annoyed when he takes a day off, makes a luxurious purchase or takes a trip because they feel that they are entitled to the same benefits. I don't get it. They certainly have not and will not risk all that they have for the sake of the company. They are very content to simply collect their check each week and never think twice about the company after work or on the weekend. It's just another symptom of the socialistic virus that is affecting this country. That's not how it should be. You're the boss. You take the risks. You deserve the rewards at some point for God's sake. Go get 'em John.

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Hunters and Farmers

Several times monthly, I interview entrepreneurs who are considering membership in The Alternative Board® as a means to improve their business. Part of the process is asking each one what his or her core skills are – the things that made them successful.

Many, and perhaps a majority, start the answer by lowering their voice a bit. “Well first of all,” they say, “you have to understand that I think I’m a little bit ADD.”

No kidding? You started a company because the job you had wasn’t moving fast enough for you. You wanted to have greater say over your environment. You kept looking at other areas that weren’t under your control, and decided to put yourself into a situation where you could control everything. (OK; we’ve all found out that isn’t true.)

You began your business playing all the positions. You were the utility outfielder, plus pitching and then running faster than the ball so you could be the catcher too. You spent, and probably still spend your day caroming from finance to sales to operations, and you think you might be ADD? It’s time to stop acting like we’re handicapped, and start recognizing that some “conditions” have a purpose, and are part of our advantage in owning a business.

A decade ago I found a book called “Attention Deficit Disorder- a Different Perception” by Thom Hartmann. It has been a huge help to me in understanding not only my own behavior, but that of my two ADD-diagnosed sons.

Hartmann’s premise is that ADD isn’t, as it is so often described, a disconnect in your brain’s wiring. It is a group survival trait in the human race, but one that has become less important to the tribe as time passes.

The ADD folks are the hunters. In tribal times, they were the ones who brought in the food. They can focus on a single task, adapt on the fly, sacrifice themselves by going for long periods without rest to accomplish the objective, and ignore obstacles in their way. Without the hunters, the tribe starved.

Eventually the human race learned agriculture. The ability to eat shifted from hyperactive focus on finding food to extended, steady attention to tilling, planting, reaping, and tilling again. In fact, until the 18th century most common people had no way to track the years. Their calendar was merely focused on the seasons of the growing cycle.

But evolution doesn’t move that fast. The hunters didn’t turn into farmers. Doing the same thing year after year is stifling to them, regardless of the necessity of it. There was less room for the hunters in the tribal organization; so they became entrepreneurs.

In the last 15 years hunter behavior has been stigmatized by the farmers. “Good” students sit quietly at their desks. Children shouldn’t run in the house. No yelling. No rough housing. Memorize your lessons. Manage what you measure. Develop systems. Pay attention. Be ISO 9000-, Total Quality Management-, Balanced Scorecard-consistent, every day, every month, every year.

Booooring.

Managing isn’t nearly as much fun as creating. When I ask business owners what they would do if their company was running perfectly, most answer “Something new.” It’s not that they don’t want a perfect business. It’s that they don’t see any fun in running a perfect business. That’s farmer work.

This is a call to entrepreneurs to stop feeling guilty about what they are, and to start recognizing what makes them successful. The tribe only needed a few hunters to feed everyone. That’s why only 3% of us own businesses, and yet we create 62% of all the jobs in America. The farmers are still dependent on the hunters. They just think that they aren’t.

Posted in Entrepreneurship, Leadership, Life After | Tagged , , , , | 1 Comment

One Response to Hunters and Farmers

  1. Lara August says:

    Wow. This is refreshing. I feel like we're hounded over and over again to fight our entrepreneurial nature and make up for our "shortcomings" – it's great to be encouraged to embrace who we are instead. I think I'll go have another cup of coffee and encourage some out there thinking for a half an hour before I sit down to review our financial reports. Thanks, John!

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The Black Donut Hole

Recently, there has been renewed attention to the work of Corrado Gini. An Italian Facist, he published in 1012 the Gini coefficient, a measurement of income equality among a nation’s citizens. As happens in the media, one publication picked up on this measurement of a shrinking middle class in America, and others are happily piling on the bandwagon.

One problem. They’ve got it wrong, or at least they only have it partly right. The standard media story angle is that this recession has decimated the middle class. Until we can reestablish our middle income workforce, we will continue to struggle in returning to the consumer-driven, services-oriented economy that made us all so successful.

In reality, the middle class has been shrinking since 1993, and it has happened in ALL of the economically developed world. Computers are killing the middle class. It isn’t coming back, or at least not in the same way.

The Gini scale divides jobs into three tranches. Lower income/lower skill jobs are those that can’t be replaced by technology, usually because they require physical manipulation of something. A PC can’t flip a burger, nail a shingle, or scrub a toilet.

The highest tranche are those well paid, highly skilled positions requiring substantial education, training or experience. Computers are notoriously poor at making complicated decisions, dealing with multiple variables, or establishing trust relationships.

In the middle, where the jobs have been disappearing for almost 20 years, are the workers who made a comfortable living doing a comfortable job. The salesman, secretaries, store managers, bookkeepers, truck drivers, repairmen, assembly line workers, and file clerks have disappeared in droves. Those were the jobs where you didn’t need much in the way of education, and could expect a secure living sufficient to eventually buy a home and retire at 65.

What happened to the typing pool? When carbon paper once limited every letter to three copies, now an email gives you unlimited recipients of a document (and it gets filed automatically.) Welders have been replaced by robots. The cost of common appliances has fallen, due to automation, to the point where it is often cheaper to buy a new one than fix the old one.

A frequent question I hear from business owners is whether to reduce automobile allowances for their salespeople, since they now contact so many more customers without driving to see them. They also have telephone capability 24/7, so don’t need to be at a desk to “catch up on phone calls,” and can respond to questions from their computers at home.

Small businesses have seen the same trend. How often have we decried the disappearance of the mom and pop store? Wal-Mart isn’t merely big, they are an advanced technology company, driving the cost out of distribution to the point where small businesses can no longer compete. Those small business owners were also part of the middle class. For a century they identified a very local need, opened a store front that addressed it, and worked for decades without much change.

What would your reaction be if a friend told you he was opening a television repair store? A place where people could carry their 63 inch behemoths in to be diagnosed and fixed? How about a hardware store? Clothing? A bookkeeping service? A small grocery?

Even the manufacturing jobs that have moved to Asia are technology-driven. How much would an Asian factory sell if the orders, specifications and changes were only sent on paper via mail? Who would buy from them unless they could guarantee a consistent product, with computer-controlled quality?

Technology has given us fantastic capabilities to do a lot with a little. Unfortunately, such increased productivity comes with a price. Some of the media pundits use the trend to point to the greedy rich. The concentration of wealth at the top of society is a matter of economies of scale. Technology allows the highly educated and trained to control more, manage more, and do it more effectively than ever.

As a business owner, you need to take a reality check both inwardly and outwardly. Many owners balk at spending on technology, preferring to let semi-skilled people continue in their jobs. The cold fact is that a $20,000 technology improvement that saves you one minimum wage employee pays for itself in a year. You can do the math on higher levels of skill replacement.

In your external environment, how does technology make you different or irreplaceable? Black holes by their nature suck in everything near them. If you are on the edge of the disappearing middle class, you won’t be there for very long.

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Why a Coach?

I had a special session with my business coach yesterday. That’s unusual. Typically we meet just once a month to cover my goals and objectives, and see if I am on track.

This time we met for the specific purpose of helping me prepare for an upcoming presentation in Las Vegas. I’ve conducted the workshop (“The Seven Sins of an Entrepreneur”) before, but I wanted to make it more interactive, with a few exercises “thrown in.” I say that with perfect understanding that throwing such things into a presentation is a good way to fall flat on your face.

Andrea coached. That is, she didn’t ask what I wanted to add, or what my exercises would be. Instead, she asked what I wanted from the audience. What role I expected them to play in the workshop, and how I wanted them to behave. Within an hour I had sketched out the ideas for several exercises, and realized that I needed to trim a dozen slides from the deck.

That’s what a great coach can do. She didn’t tell me what I needed to accomplish. I had a general idea of that before we started. Using a kind of mental ju jitsu, she got me to see my situation from a different perspective, and to tie it together with an overarching purpose and theme.She added some of her own skills, suggesting a few techniques drawn from her experience. The result was a blend of the best use of my abilities, enhanced by hers.

In an hour I went from struggling with a task that worried me to being energized, and anxious to get started as soon as possible. The interactive exercises improve the presentation immensely, add to the learning, and will exponentially enhance the learning experience.

In an hour she turbocharged what was good information into something that can help change the perspective of scores of business owners, improving their businesses, their lives, and the lives of their employees and customers. That’s a pretty powerful hour.

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Instant, perfectly targeted marketing.

I’m finalizing my speaker panel for our Fall seminar series. This season we are concentrating on marketing and sales. The recession is over, but no one can feel the “recovery.” If you are waiting for things to be busy again, you will be waiting a long time. It’s time to get out and make something happen.

Yesterday I attended a presentation sponsored by the San Antonio Business Journal on marketing with social media. The speaker was Thom Singer, who has authored 9 books on business networking. He told a story that was a terrific illustration of how powerful social media can be.

Like many of us in South Texas, Thom suffers from “cedar fever” in the winter. Last year he tried Zyrtec, with excellent results. Overjoyed with the alleviation of his symptoms, he tweeted about how terrific Zyrtec was.

Within 5 minutes he received an email from the manufacturer containing a coupon for a free supply of Zyrtec. Now that’s focused marketing. Thom was so impressed that he has mentioned it in every presentation (51 so far in 2010) since. Now I am spreading the word even further.

What hit home for me, however, was that this amazing response to a customer wasn’t something that could only be done by a giant pharmaceutical company. It wasn’t a million dollars of television advertising, or full page spreads in national magazines. It was a targeted response, costing pennies, that changed one raving fan into an evangelist.

And it is something that every small business could do, or at least approximate. Internet-based marketing is within the capabilities of any small business owner. It just requires some time and education to make it happen.

I blog, and contribute to business forums on the ‘net. I have Google Alerts that tell me when my name or business are mentioned in Cyberspace. I have over 650 real, live LinkedIn contacts, all of whom I know personally. I post regular updates to LI, and (sometimes) to my Facebook page.

I thought that I was pretty web savvy for a small business owner, but I’m realizing that I’m only scratching the surface.

Posted in Marketing and Sales | Tagged , , | 1 Comment

One Response to Instant, perfectly targeted marketing.

  1. Robert.J says:

    Really great info, i like what i read.

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